As I prepared today’s blog, I wondered what does it take to be a person who is termed a ‘Mover and Shaker’? After ruminating a bit, I determined it takes the confidence to risk, to want to shake up and move an organization, company or community. How does the mover or shaker give direction, get people to buy in to their ideas and generally exude the confidence and conviction that inspires people to follow them as they move and shake?

All my noodling on this issue has brought to mind a few individuals who I believe have moved and shaken things up in their community, company or organization. They did this through their leadership skills, being a role model, sharing a vision and willingness to risk for a greater good. These movers and shakers have demonstrated all of the above qualities; but more importantly, their work fits the five core elements of my mover and shaker formula.

The first mover and shaker had a vision to create a world class school system, while maintaining fiscal responsibility. For 22 years, he and his team of professionals moved and shook the school system until it developed into a reference point for outstanding education across America.

The second example, she took the “bull by the horns,” with colleagues from competing medical centers and with them and a number of business, government, educational and community collaborators made her community a beacon in the world of developing International Relations. At a time in history when the world seems to be coming apart at the seams, her leadership has built lasting relationships between communities in Russia, Eastern Europe and throughout the state of Wisconsin and the USA. Through her leadership, the world has come to small towns while at the same time she’s taken many people across the globe.

My final example of a mover and shaker model is a retired elementary school principal. His career found him touching the lives of children and their families for more than three decades. During and after retirement, his service to others never stopped. His heart and soul are at the core of numerous activities that benefit the greater community and the common good. Like my other two examples, he is a common man who cares about others and the community he calls home. All three have approached life, career and community with passion, commitment and belief in the greater good.

Interestingly all three of these role models of movers and shakers are members of their local Rotary Club. This fact leads me to the Rotarian Motto of “Service Above Self.” I believe that my three exemplars embody this motto. They do care about the community, their fellow citizens, and yes, even the world — the good they do impacts all three. They are servant leaders.

In today’s world of texting, tweeting, friending and un-friending, there is little doubt that in the U.S. and the western world, we have strongly embraced high tech. The cyber world with all its trapping and promises of increased productivity and competitive edge still grabs headlines, but there’s also much reason to question the value of high touch. Have we lost it and is there need for concern?

When I talk about high touch, I mean the way we relate to colleagues, employees, peers and supervisors. Are we considerate? Do we show them dignity, respect, understanding and do we respond appropriately to their reasonable needs?

Noted educator Arthur W. Coombs wrote, “People develop feelings that they are liked, wanted, acceptable and able as a result of having been liked, wanted, accepted and successful. One learns that he or she is these things not from being told, but only through the experience of being treated as though she or he were so. Here is the key to what must be done to produce more adequate people.”

When we treat colleagues in the manner that Coombs describes, not only are they happier and more adequate, they also become more productive and energized. This means the bottom line in a company becomes more adequate; it becomes enviable.

The companies and institutions that have thrived beyond a survival state are places where simple human relatedness and interpersonal sensitivity are the natural state of affairs. Without the state, workers are not resilient enough to cope with discomfort and challenges of change. The workers and managers begin to do just enough to get by or just what their job descriptions calls for and nothing more. When the corporate culture is insensitive, employees become more and more uninspired and unproductive.

The antidote to all this may be found in the words of Richard Evans. “Much of life is made of memories, warm and happy memories of small kindness and consideration, of courtesy, consistency, a mother’s attentive care, a father’s kindliness, a child’s thankfulness; thoughtfulness each day, not grand and rare and obvious outward acts-not all at once, but small and constant ways to each occasion comes.”

We must deny the urge to say we don’t have enough time for these things. We cannot afford to take these things for granted. This may be some of the most valuable and productive time any of us ever spend.

As leaders, we must recommit ourselves to developing a stronger sense of high touch so we can become role models for the virtue and the strength of faith which brings trust, strength of hope which allows for constructive anger and strength of love which brings commitment.

The question is, can high touch be genuinely authentic and truly achieved with a primary focus on high tech for our communication and relationship building with our co-workers?

What are your thoughts about high tech vs. high touch? Post your comments, I’m interested in what you think.

It’s time to really celebrate the essence of Valentine’s Day. I am not talking about a “Hallmark” Holiday. I am asking for more, a genuine call to action from you this Valentine’s Day. Here’s what I am asking you to do. Stop and take part in a three step process to truly express the spirit of Valentine’s Day.

First, take out a sheet of paper and lay it horizontal. Now on the left hand side of the sheet, write down the names of your children, your spouse, significant other, siblings, parents, friends, colleagues or others. Simply think of those who make your life come alive, who are truly special, those whom you wouldn’t be as successful or happy without as you are today. Write down as many as you like. Now write down five things you love about them-things they do or who they are that bring a smile to your face and touch your heart. How about what you love most about them? What are the great things you see in them?

Now for step two: ask yourself what action could you take today to affirm those things in that person? How might you make a difference today? It is time to connect-whether it is a call, a boisterous hug, dinner or a lunch date or a personal note on that Hallmark Card.

To finish, step three is to make a commitment to yourself and to them that you are going to spend more time loving and affirming those people who fill your heart. Do it, for yourself and they will feel the difference.

I have been involved as a spokesperson for a complainant group in an ethics dispute over the past several months challenging a city official regarding his misconduct in office. Knowing this, a friend recently sent me the Harry Truman passage below. It is so on target for refocusing our political views and opinions on the recent occurrences in political offices that have raised attention and discussion around the country.

However, Harry’s passages gives reassurance to the belief that ethical leaders have been at the helm. Truman’s vision as a leader has stood the test of time. Hopefully, those in office will be reminded of how he led by word, action and deed. Our nation was blessed by his leadership and reminds us how we need this same integrity and ethical leadership at every level of government today.Please read and be challenged to actively hold those who lead us to this standard.

Harry Truman’s Passage:

Harry Truman was a different kind of President. He probably made as many or more important decisions regarding our nation’s history as any of the other 42 Presidents preceding him. However, a measure of his greatness may rest on what he did after he left the White House.

The only assets he had when he died was the house he lived in, which was in Independence, Missouri. His wife had inherited the house from her mother and father. Other than their years in the White House, they lived their entire lives in that house.

When he retired from office in 1952, his income was, a U.S. Army pension reported, to have been $13,507.72 a year. Congress, noting that Truman was paying for his stamps and personally licking them, granted him an “allowance” and, later, a retroactive pension of $25,000 per year.

After President Eisenhower was inaugurated, Harry and Bess drove home to Missouri by themselves. There was no Secret Service following them.

When offered corporate positions at large salaries, he declined, stating, “You don’t want me. You want the office of the President, and that doesn’t belong to me. It belongs to the American people and it’s not for sale.”

Even later, on May 1971, when Congress was preparing to award him the Medal of Honor on his 87th birthday, he refused to accept it, writing, “I don’t consider that I havedone anything which should be the reason for any award, Congressional or otherwise.”

As President, he paid for all of his own travel expenses and food.

Modern politicianshave found a new level of success in cashing in on the Presidency, resulting in untold wealth. Today, many in Congress have also found a way to become quite wealthy while enjoying the fruits of their offices. Political offices are now for sale. (sic Illinois)

Good old Harry Truman was correct when he observed, “My choices in life were either to be a piano player in a whore house or a politician. And to tell the truth, there’s hardly any difference!

Final thoughts: I say dig him up and clone him! Train the future Presidents of America to act with the same integrity and ethical leadership! I’d love to hear your thoughts regarding this blog. Please share them with me if you are willing.

In every one of my coaching quarterly retreats and 1-on-1 sessions the topic of vision, both personal and professional, is emphasized as a key to driving success and balancing life. To be an effective leader, the demand for courage is a constant. Did you know what the word ‘courage’ comes from the French word ‘coeur’, which means heart? It follows then that leaders must have heart-the heart to put forth their vision, to communicate it, no matter how absurd it may sound to others. The leader with courage/heart is up to the challenge to risk defeat against bitter odds. A leader’s courage and heart gives him/her the fortitude and the resilience to put their reputation on the line. In order to give others the confidence to join the courageous journey to achieve and realize their vision, the leader’s courage and heart must be transparent. A leader without heart is a leader without direction, without a plan and ultimately without success.

Take a moment and think: What gives you courage? What supports your vision? What strengthens your heart? Whatever your answers, embrace, nurture and appreciate them. What aspects of your leadership role require the most courage and heart? What, who and how is your vision challenged? When you are challenged, draw upon what nurtures you and the confidence it gives you. Remain courageous and steadfast to achieve your vision for professional success and personal life balance.

Perhaps this blog might best be summed up by the words of Thomas Paine when he wrote, circa 1820, these words,”I love the man that can smile in trouble, that can gather strength for distress and grow brave by reflection. Tis the business of little minds to shrink: but he whose heart is firm, and whose conscience approves his conduct, will pursue his vision unto the end.”

Yes, it’s that time again for the annual All American activity known as making New Year’s Resolutions. Perhaps the wit and wisdom of Mark Twain speaks directly and honestly to how we really feel about our commitment to these resolutions.

Twain, in 1863, in New York Times wrote “Now is the accepted time to make you regular annual good resolutions. Next week you can begin paving the road to hell with them as usual…New Year’s is a harmless annual institution, of no particular use to anybody, save as a scapegoat for promiscuous drunks, friendly calls and humbug resolutions…”

A rather harsh admonishment I think, but I must admit that I know it to be too true for too many of us, including myself (not the drunkenness part). With that being said, why not make 2011 different! Pick 3 to 5 things that you really want to accomplish; things that are vital to you, that if accomplished will really make a difference in you life, your work or perhaps improve you health or relationships. It’s never too late to start.

I challenge you to look at what is vitally important to you, something that you know needs your attention, something you have known you should do but have perhaps have avoided. Make a resolution to do something about it in 2011. Be specific about what you want to accomplish. Write it down and determine what you specifically want to achieve, whether it being a business goal such as 10 more sales calls per week or a personal goal of losing 25 pounds. Make sure it is something measurable. Also, make certain you believe it is achievable and realistic and if the goals/resolutions are, challenge yourself with specific benchmark times to monitor and evaluate your progress.

When you achieve those bench marked goals, celebrate your successes, If you fall short, don’t give up, refocus and make sure that your resolutions are still realistic and achievable in order to succeed.

This year, let the road of good intentions take you someplace you will enjoy, be proud of, feel good about and know that you have made a difference in your life. Happy New Year!

It is not an uncommon observation since the events of 9/11 that fear seems to be more than a commonplace in the American society. Fear has become a leadership and management tool in my opinion and it appears that leaders at all levels have used those catastrophic events as a tool to get what they want. Yes, it has always been there but my belief is that many of those in power and authority have turned fear into a leadership art form.

Deming states that “effective leaders must be committed to driving fear out of our workplaces.” I would add to this statement is that is not only true for business, but true in our institutions, government and communities. While this is a seemingly rationale and simple concept to grab on to, it appears to be rather hard to accomplish in multiple settings. Why worry about it you might ask? Well, when fear is present, individual self confidence is tough to maintain and achieve. Fear keeps you off balance, makes you unsure of yourself and others around you. Even one’s faith is challenged. Fear, unabated, becomes a self fulfilling prophecy by causing us to lose our convictions, our confidence and we don’t believe in ourselves. When it happens to individuals, it spreads throughout the entire organization; we cease to hold to the basic principles that bring us together as people, as a company or as a nation. Fear keeps us from asking why? How? Is there a different way? We find fear creates a blame culture with no room for mistakes or errors and all trust is lost. Intolerance is born, creativity is lost and problem finding replaces problems solving.

Successful organizations embrace continual improvements. Leaders are solution oriented and best practice driven. They engender what is most important in the business, organization or institution by sharing a meaningful, exciting vision of what can be and the purposes that will be served by it. Great organizations play confidently, positively and optimistically on the strengths of their people regardless of the circumstances they find themselves in. They know that mistakes occur, that bad things happen but success comes when the glass is half full. Change within difficult circumstances are embraced and learned from, new solutions evolve and an overriding belief that we can accomplish and do whatever we say we will do- without fear.

>I had the occasion this weekend, while hunkered down in an early winter blizzard, to watch the movie Zorba the Greek. While watching, I was struck by a particular line in the film, when Zorba was confused by his boss’s admonition, “Everything, men, animals, trees, stars, we are all one substance involved in the same terrible struggle. What struggle? Turning matter into spirit.” Zorba replied by first scratching his head and saying, ” I’ve got a thick skull boss, I don’t grasp these things easily. Ah, if only you could dance all that you’ve just said, then I’d understand…Or if you could tell me all that in a story boss.”

Bosses, business owners, government officials, parents, we all can learn a lesson from Zorba. Clarify your communication and know who you are talking to. Rather than simply relaying the message, confirm that they have not only heard what you have said; but, more importantly, that they understand what the message is.

I think all too often today the sender of the message doesn’t care. And, more often than not, wants to insure that the message is misunderstood. Communication today seems more intent upon propaganda in business, government, relationships and controlling the message than it does about sharing it. Perhaps, and hopefully, the listeners will begin to hold the senders accountable for their messages and we will be more open to “dancing together rather than dancing alone” so we can truly be understood.

>Research tells us that more than 80% of those surveyed on the topic of confrontation say they would rather avoid it than deal with it. Actually, only less than 5% of the population is willing to take confrontational issues head on. The reason for this unwillingness to deal with confrontation is quite simply stated: a fear of creating negative feelings or receiving a negative, aggressive reaction from the confronted person. We don’t want to upset anyone even if we have to pay a price for not addressing the issues.

Consider this approach to minimize the negative feelings and actions. Foremost, guide yourself in the confrontation by a commitment to maintain mutual self esteem. Then, I try to use the following principles and apply them in a positive environment when carrying out a confrontation in order to resolve issues.

It is imperative to believe in yourself and what you are initiating the confrontation about.

Make a commitment to distance the performance of the person from his/her character.

Be solution driven. Express yourself in terms of the outcome you desire. Anyone can blather on about the problem.

Make certain that you speak in the present not the past. You are looking for behavior to change and you can’t change the past.

Make certain that both you and the other person have the same understanding of what brought the confrontation on in the first place and what the expectations for the solutions are. Then, make a mutual commitment to follow through.

Make sure that you are ready to support the other person in their attempts to meet the expectations set forth.

Complete the confrontation exchange with compliments.

A final thought, praise and reprimand in private. Be selective on using either in public, because either can create uncertainty or jealousy in the workplace or within the team.

>When one looks to examine what happens in any kind of discussion group, you learn that individual members often act as independent problem solvers. They can influence colleagues with external pushes and pulls or they can choose to function as a participating member of the group, who is adherent to various degrees of unity with others. If the group desires the latter function to be maximized, the concept of what Peter Senge calls a “nerve ring” must be introduced to the group. This, in my opinion, is the function of the group leader. If problem solving is to be achieved, the leader cannot be the focal point, the font of knowledge or the creator of solutions. It is more important that he or she function as a facilitator of information and communicator between all of the group members. He or she integrates the responses received so that a single unified response from the group as a whole evolves.

Fred’s Most Recent Blogs

Order Uncommon Leadership!

With new essays and perspectives, Uncommon Leadership, the third edition of the Common Sense Views From Uncommon Leader series, is a down to earth read, full of practical wisdom that is sure to cause the leadership/management professional to reflect, think and act in new …Read More